Find out what happens when companies stop competing and start collaborating.Off-Centered Leadership considers an innovative approach to business by exploring what happens when companies stop competing and start collaborating — both externally in the marketplace and internally in building a culture of communication, trust and alignment. Brimming with lessons on entrepreneurship and culture from the founder of Dogfish Head Craft Brewery, one of the fastest growing independent brewery in the country,members of his leadership team and external mentors from the worlds of business and art, this game-changing text turns competition on its head by showcasing how competing organizations can work together—and with other local businesses—to reach a common goal.

The text dives into how Dogfish Head has blazed a new trail through the development of a revolutionary business model that has called upon musicians, community organizations, and even other breweries to keep product development fresh and create engaging customer experiences.This book documents and addresses the growing pains a company experiences as it evolves from the awkward early start up years into a mid-sized sustainable company with hundreds of co-workers. Calagione is candid in sharing his personal leadership challenges and success and calls on other seasoned vets inside and outside the company who inform and influence the journey of growth and creative expression Dogfish Head is on. This book is rich with practical information entrepreneurs and business people can apply to their own professional journeys.Competition has long been the name of the game in the business world, but what if there was a different way to approach business? The collaboration over competition approach to business has been proven to foster positivity, productivity, and, ultimately, success. By partnering with your competition instead of trying to outsell them, you could actually create a memorable customer experience that will have people coming back for more!Internally as well the dogfish approach has evolved and is not traditional org chart driven top down leadership. Calagione shared the challenges of evolving from a founder-driven entrepreneurial company where he was the sole creative and strategic director into a more collaborative collective where he is now one of many creative and strategic voices in the company.Discover the methods and approaches dogfish head has used to grow a rich diverse leadership team and evolve from a company basing decisions on the gut and whims of a founder to one with a more robust wholistic strategic approach in a way that allows them to stay creative and maintain their irreverent off-centered culture.Discover how ditching your competitive nature and embracing collaboration can allow you to better serve your customersExplore innovative solutions to the challenges that today’s businesses faceConsider how your company can grow through the collaboration over competition business modelLeverage the experiences of other companies to truly understand how collaboration can contribute to your businesss successOff-Centered Leadership is a groundbreaking book that explores the power of collaboration within the business world.

Authors: Kotler, Philip, Berger, Roland, Bickhoff, NilsWritten by leading experts in strategic managementProvides a basic yet complete understanding of strategy and the process of strategic managementMaintains the right balance between state-of-the-art research and practical hints from insidersThis book provides practitioners with a basic understanding of strategy and the process of strategic management. Using academic foundations and best practices from business life, the authors present the most important strategy tools and how they interact.

The book gives a concise overview over the focal areas and considerations of strategy in practice. It enables managers to analyze and interpret business information with regard to the underlying strategic notions. A hands-on introduction to strategic management by leading marketing authority Philip Kotler, top management consultancy founder Roland Berger, and strategy expert Nils Bickhoff. Number of Illustrations and Tables43 b/w illustrationsTopicsBusiness Strategy/LeadershipEntrepreneurshipOrganizationMarketingEngineering Economics, Organization, Logistics, MarketingClick Here to Buy the Hardcover from SpringerPurchase a Premium account from Download Link for Multiple/High Speed And Support :)Click Here for More books

This book harvests tried and tested management models – models that have demonstrated added value in everyday organisational practice – in an accessible and readable volume. Each contribution is structured around one central figure while describing concisely the nature, the use, actual experiences and some do’s and don’ts of CSR.

Today’s views of leadership and management have significantly expanded to incorporate a variety of elements such as rewards, visions, and worker participation. However, most perspectives still view leadership as something that is assigned to a designated person who then exercises influence downward toward subordinate followers. In many ways the persistent top-down command and control theme that supports established leadership thought and practice prevents organizations from fully tapping into their human resources, in turn limiting their flexibility to meet the challenges of increasingly dynamic, complex, and competitive environments.

Shared Entrepreneurship replaces the top-down approaches of the past with a new framework that draws strengths and innovation from collaboration and sharing. This book is divided into two main sections. The first section consists of six chapters which provide an in-depth overview and discussion of shared entrepreneurship. The second section consists of eight original case studies commissioned by the authors, featuring such companies as Herman Miller, Inc., SRC Holdings, and W.L. Gore & Associates.

This book by Peter Béndek presents a strong case against the current practice of business operations improvement, based on numerous studies from the business world as well as insights from the most prestigious authors of the last fifty years. The author contests the applicability and indeed the relevance of the Toyota Production System and its spin-offs to the Western context, claiming that a revised approach is much better suited to taking our specific cultural conditions into account, while also combining increased transparency, speed, and sustainability of change with a robust value-creating capability.

Dr. Béndek argues that this approach can have a far-reaching impact on corporate cultures by offering an all-encompassing learning system, one that provides a more coherent and actionable continuous improvement strategy than conventional approaches. The book offers an important guide to rethinking operations management, both in academia and business practice.

The rise of digital media and the public’s demand for transparency has elevated the importance of communication for every business. To have a voice or seat at the table and maximize their full value, a strategic communicator must be able to speak the language and understand business goals, issues, and trends. The challenge is that many communicators don’t hold an MBA and didn’t study business in college.
Business Essentials for Strategic Communicators provides communication professionals and students with the essential ‘Business 101’ knowledge they need to navigate the business world with the best of them.

Readers will learn the essentials of financial statements and terminology, the stock market, public companies, and more–all with an eye on how this knowledge helps them do their jobs better as communication professionals.

The editor and authors of this book aim to show how systems theory can help us to understand the reproductive effects of technology upon management. They bring together a series of empirical cases that draw upon the work of German sociologist Niklas Luhmann, and particularly his systems theoretical concept of technology. Each case singles out specific regulatory tools and explores how existing paradoxes of control emerge within public organizations or efforts to organize the public.

Your company is turning in regular profits every year, and its market share is only getting bigger. Competitors can’t touch you. So why is your stock price so sluggish? The answer is as simple as it is cruel: investors aren’t interested in history, and they already know you’re profitable and competitive—that knowledge is baked into your stock price.The hard reality is that a competitive advantage just isn’t enough. Investors want companies to surprise them with unexpected value, which means that you can outperform market expectations only if you as a leader know how to find, create, and deliver a series of multiple competitive advantages.T

This is why a corporate theory is so important. A good corporate theory provides a compass for those at the strategic helm, guiding their decisions about what assets and activities to pursue, what investments to make, and what strategies to adopt. Behind every long-term corporate success story lies a basic theory about how that company creates value.In Beyond Competitive Advantage, strategy professor Todd Zenger describes what makes a great corporate theory and helps readers understand the many tensions and trade-offs they’ll face as they apply the theory to meet the challenge of market expectations.Based on years of research and analysis, Beyond Competitive Advantage provides managers and executives with a framework for both sustaining value and creating growth.

Once in a generation, a book comes along that transforms the business landscape. For today’s business leaders, The New How redefines the way companies create strategies and win new markets.
Management gurus have always said “people matter.” But those same gurus still relegate strategy to an elite set of executives who focus on frameworks, long presentations, and hierarchical approaches. Business strategy typically has been planned by corporate chiefs in annual meetings, and then dictated to managers to carry out.

The New How turns that notion on its head. After many years of working with Apple, Adobe, HP, and many other companies, Nilofer Merchant discovered the secret sauce: the best way to create a winning strategy is to include employees at all levels, helping to create strategy they not only believe in, but are also equipped to implement.
In The New How, Nilofer shows today’s corporate directors, executives, and managers how they can transform their traditional, top-down approach to strategy planning and execution into collaborative “stratecution” that has proven to be significantly more effective.

Birds of a feather flock together. We’re all in the same boat. Great minds think alike. While just figures of speech to some, they reflect a simple truthit’s the company we keep that often determines the level of personal growth and professional success we achieve in life.Business leaders exchange information and ideas. They network to make deals and build partnerships. They work together to optimize best practices, and they reach out to leaders outside their companies to accelerate growth. Simply put, CEOs and business leaders provide value to one another that they can’t find anywhere else.

In The Power of Peers, authors Leon Shapiro and Leo Bottary introduce peer advantage, a concept that transcends peer influence. This is what CEOs and business leaders experience when they are more selective, strategic, and structured in the way they engage their peers. Peer advantage gives CEOs the insights to compete and the courage to act.The Power of Peers features stories of business leaders from a range of industries to illustrate the five essential factors for peer advantage, how it impacts personal growth and why it has proven so effective in helping leaders identify future opportunities and challenges. It’s what top, growth-oriented executives have relied upon for decades to be successful in business and in life.

Creativity, new ideas, innovation – in any age they are keys to success, but in today’s whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture.

Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly – and creative.Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity.Weird Ideas That Work is filled with examples of each of Sutton’s 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas. The trick is to choose the right balance between conventional and "weird" – and now, thanks to Robert Sutton’s work, we have the tools we need to do so.

How did Circuit City go from a Mom and Pop store with a mere $13,000 investment, to the best performing Fortune 500 Company for any 15-year period between 1965 and 1995, to bankruptcy and liquidation in 2009? What must leaders do not only to take a business from good to great, but to avoid plummeting from great to gone in a constantly evolving marketplace?Alan Wurtzel, son of Circuit City founder Sam Wurtzel, took over as CEO in 1972 and implemented a successful long term strategy that simplified the company by unloading unsuccessful acquisitions, expanded the few winning divisions, and preserved the distinct employee culture his father created, positioning the company for unprecedented success.

For almost 50 years, Circuit City was able to successfully navigate the constant changes in the consumer electronics marketplace and meet consumer demand and taste preferences. But with the subsequent decline and ultimate demise of Circuit City in 2009, Wurtzel had the rare perspective of a former company insider in the role of an outsider looking in.Believing that there is no singular formula for strategy, Wurtzel emphasizes the “Habits of Mind” that influence critical management decisions. With key takeaways at the end of each chapter, Wurtzel offers advice and guidance to ensure any business stays on track, even in the wake of disruption, a changing consumer landscape, and new competitors.Part social history, part cautionary tale, and part business strategy guide, GOOD TO GREAT TO GONE: THE 60 YEAR RISE AND FALL OF CIRCUIT CITY features a memorable story with critical leadership lessons.

Once you come to believe in a map, it is very difficult to change it, and, if your facts are wrong then you will be relying on a map that is wrong too. Too often a mental mapsa act like blinkers rather than guides – preventing us from acting effectively. Rafael Ramirez (from the Preface) The Value Net A Tool for Competitive Strategy Cinzia Parolini SDA Bocconi, School of Management, Milan, Italy Faced with a continuously changing, and an increasingly competitive, business environment, strategic analysts and senior managers are still reluctant to forsake the familiar and traditional tools and models which were conceived in the very different world of the 1970s and 1980s.

However, these methods of analysis are less and less applicable to the blurred and shifting boundaries of todaya s business world. This book challenges the tools and models that we use when looking at how value is created, shaped and maintained and presents a new and completely viable methodology – the value net. This methodology provides the reader with a new way of dealing with value in the modern environment. Above all it can be used for the analysis of competitive systems that cannot adequately be analysed using established models. Supported by an impressive array of case studies from industries with which most people will be readily familiar – books, online trading, music, coffee etc. – the book argues that in order to remain competitive, strategists, planners and managers should not use yesterdaya s tools for todaya s decisions. This well–structured and highly readable book will help create a brand new perspective in strategic analysis and formulation and will interest managers, strategy consultants, MBA and Executive students in these areas. Business Strategy

Many companies and organizations are faced with a portfolio of projects that need to be managed effectively and successfully. This new book by leading practitioners introduces a framework and range of tools to enable the project portfolio to be strategically managed.

In order to succeed in the new business environment, workers must learn how to influence people over whom they have no direct control. In this book, an experienced organizational consultant shows readers how to build alliances and persuade peers, not just boss them around. He uses case studies and anecdotes from his own practice to illustrate specific tactics that can be used in any work situation.

The discussion in this book provides an introduction to the concept of entrepreneurship and entrepreneurial business management. The author covers many elements of the entrepreneurial management discipline including choosing a business, organizing, financing, marketing, developing an offering that the market will value, and growing a business.

Readers learn to tame the complexity of real-world problems by using a structured approach of balancing broad views and relevant details. Managers will gain tips and advice on everything from dealing with a busy office to negotiating an outsourcing deal.

If you are like most business owners and leaders today, you feel stuck working constantly ”in” your business, for little return. Profit guru Steve Van Remortel has the solution. The Stop Selling Vanilla Ice Cream ® process offers an easy-to-follow strategic planning and talent development methodology to work ”on” your business that leads to a real differentiation and a high-performance team ready to deliver it. You will discover the answer to the most important strategic question for your business: Why will a customer choose you over your competitors?The Stop Selling Vanilla Ice Cream process focuses on creating individual, team and organizational performance breakthroughs through the optimization of strategy and talent.

Using the unique code found in your book, you will have access to a complementary detailed online assessment that clearly identifies your behavioral style, workplace motivators, and soft skills. Applying the assessment results within your teams creates a foundation for a talent management system to help you select, develop and retain the people you need to implement your strategy.Utilizing the tools and templates on stopsellingvanillaicecream.com, you can implement the process into your organization by following the inspiring true story of Connecting Cultures. Our battle cry is Those Who Plan – PROFIT®, because over ninety percent of Steve’s hundreds of clients experience an increase in sales and profits in the first year after completing the process. Those same results and the process to create them are now available to you. It’s time to stop selling vanilla ice cream.

In recent years, business leaders have been investing unprecedented amounts of time and money pursuing innovation to drive profits and growth. Although far from perfected, the innovation best practices they follow are by now well established.
But when your expected ROI isn’t measured in dollars but in social good, the game is played very differently—which is where The Social Innovation Imperative comes in.
Sandra M. Bates has spent the last decade helping major corporations create new markets for technology, consumer goods, and services.

Now, she turns her attention to the social sector. The Social Innovation Imperative begins by explaining why innovation in social sectors, such as health care, conservation, and education, is unique and then provides the framework and tools that create a best practice for driving innovative change that will impact our world.
Bates organizes the process into action-oriented steps you can follow to meet your goals effectively and in the most efficient manner possible.
In The Social Innovation Imperative, Bates combines everything she has learned as a high-level business consultant to offer a refreshing new approach for developing breakthrough products, programs, and services to meet society’s needs.
The Framework for Social Innovation outlined in this book removes the mystery from innovation success and provides a systematic approach anyone can adopt. The Social Innovation Imperative offers essential wisdom for innovators everywhere—whether nonprofits, NGOs, foundations, government agencies, or corporations—who wish to generate meaningful social value.

This clear, insightful, and interesting work covers all aspects of strategic management, including chapters that discuss SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, the Resource-Based View, transaction cost economics, and real options theory. Unlike other books, this three-volume work examines strategic management from different perspectives, effectively interweaving seemingly disparate subdisciplines, such as entrepreneurship and international business, with specialized foci, such as creativity, innovation, and trust.I

Incorporating information from contributors as varied as a proprietor of a worldwide motorcycle business to one of the most published scholars in the field of international strategic management, the practical and theoretical perspectives presented in Strategic Management in the 21st Century will benefit business strategists, professors of strategic management, and graduate students in the field.

Solving the Strategy Delusion is a comprehensive and insightful remedy for the field of strategic change, and advances the subject in original ways. Everyone working at senior levels of business and policy should read this book. This is a fresh and decisive contribution to the canon of strategy. Kevin Roberts, CEO Worldwide of Saatchi & Saatchi
Solving the Strategy Delusion opens new windows for looking at realising strategy. It rewrites ingrained behavioural practices to fit today’s extraordinary strategic challenges.

Fons Trompenaars Ranked one of the top 50 Most Influential Management Thinkers in 2013 and co-author of Riding the Waves of Culture – Understanding Diversity in Global Business
This remarkable book is a survival guide for business leaders who have found the ground shifting quickly beneath their feet. But more than that it’s a logical path forward showing us how to realise distinctive strategies by unlocking the energy of people within the organisation. It’s clever and timely. Tony Gillies Editor in Chief, Australian Associated Press
Don’t even think of embarking on any strategic change effort without reading this book first! It demonstrates not only why conventional planning has become irrelevant but, importantly, how to see, feel, think, and act strategically in today’s fast changing environment. James Sutherland Chief Executive Officer, Cricket Australia
Don’t be deluded that strategic planning leads to strategic thinking. If strategic changes are to be realised then this book is a must for those who want to make that happen! Professor Philip Dewe Birkbeck, University of London
Solving the Strategy Delusion hits at the very core of challenges that most organisations suffer from in the current era. Too many organisations continue to plod along with old-fashioned thinking even if the paradigms have changed dramatically around them. This pioneering book delves into the causes of such delusions which occur around the much-exploited term of strategy. The authors present a compelling in-depth, incisive, and to the point view based on their vast industry experience and decades of academic pursuit on the subject of strategy and organisational behaviour. This is a can’t-put-down book and a must-read for all CEOs and executives wanting to make a real difference! Sanjay Mathur Vice President, India & ASEAN, Foseco at the Vesuvius Group